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All Journal Journal of Management Analytical and Solution Journal Of Management Analytical and Solution (JoMAS)
Daud Arifin
Faculty Of Social Sciences, Panca Budi Development University, Medan, 20128, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Human Resource Management in Managing Toxic Workplaces: A Conceptual Review Fauziah Amanda; M. Chaerul Rizky; Daud Arifin; Grace Tessalonika; Sabam Parulian
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25522

Abstract

A toxic workplace is a critical organizational issue characterized by interpersonal conflict, bullying, and unfair managerial practices that significantly impair employee well-being and organizational performance. This study aims to analyze and synthesize the strategic roles of Human Resource Management (HRM) in preventing, managing, and transforming toxic work environments. Employing a qualitative systematic literature review approach, this study analyzed 20 peer-reviewed articles published between 2016 and 2026, drawn from Scopus, Web of Science, and Google Scholar. The theoretical framework integrates the Job Demands-Resources (JD-R) Model, Social Exchange Theory (SET), and Psychological Safety Theory to provide a multi-layered explanation of how HRM functions as both a protective and transformative organizational mechanism. The findings reveal four strategically interrelated HRM roles: (1) Prevention through value-based recruitment and transparent policies; (2) Intervention through anonymous reporting channels and conflict mediation; (3) Mitigation through Employee Assistance Programs and supportive leadership; and (4) Cultural Transformation through developmental performance appraisal and employee engagement. Theoretically, this study extends the JD-R Model to toxic workplace contexts and proposes an integrated four-role conceptual model. Practically, it offers a structured seven-step implementation framework.
Human Resource Management in Managing Toxic Workplaces: A Conceptual Review Fauziah Amanda; M. Chaerul Rizky; Daud Arifin; Grace Tessalonika; Sabam Parulian
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25522

Abstract

A toxic workplace is a critical organizational issue characterized by interpersonal conflict, bullying, and unfair managerial practices that significantly impair employee well-being and organizational performance. This study aims to analyze and synthesize the strategic roles of Human Resource Management (HRM) in preventing, managing, and transforming toxic work environments. Employing a qualitative systematic literature review approach, this study analyzed 20 peer-reviewed articles published between 2016 and 2026, drawn from Scopus, Web of Science, and Google Scholar. The theoretical framework integrates the Job Demands-Resources (JD-R) Model, Social Exchange Theory (SET), and Psychological Safety Theory to provide a multi-layered explanation of how HRM functions as both a protective and transformative organizational mechanism. The findings reveal four strategically interrelated HRM roles: (1) Prevention through value-based recruitment and transparent policies; (2) Intervention through anonymous reporting channels and conflict mediation; (3) Mitigation through Employee Assistance Programs and supportive leadership; and (4) Cultural Transformation through developmental performance appraisal and employee engagement. Theoretically, this study extends the JD-R Model to toxic workplace contexts and proposes an integrated four-role conceptual model. Practically, it offers a structured seven-step implementation framework.
Human Resource Management in Improving the Quality of Superior Potential Silvia Angelica; M. Chaerul Risky; Daud Arifin; Anggi Novenda; Nadine Azzahra
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25747

Abstract

Organizations in the digital era face increasing pressure to develop superior human resources as a source of sustainable competitive advantage; however, many organizations still implement Human Resource Management (HRM) practices in a fragmented and non-integrated manner, resulting in suboptimal organizational performance. This study aims to analyze the strategic role of integrated HRM practices in building superior human resource potential within organizations. A qualitative literature review method was employed, utilizing content analysis of 20 indexed journal articles published between 2015–2025, sourced from Google Scholar, Sinta, and Garuda databases, with inclusion criteria covering relevance, publication recency, and indexing quality. Findings reveal that integrated HRM best practices encompassing competency development, performance-based compensation, transformational leadership, and digital technology utilization consistently outperform contingency and configuration approaches in enhancing superior organizational potential. This study contributes theoretically by reinforcing the Resource-Based View (RBV) framework, demonstrating that strategically integrated HRM practices constitute an inimitable source of competitive advantage, and practically recommends organizations adopt holistic HRM systems aligned with digital-era demands to sustain long-term organizational excellence.
Human Resource Management in Improving the Quality of Superior Potential Silvia Angelica; M. Chaerul Risky; Daud Arifin; Anggi Novenda; Nadine Azzahra
Journal Of Management Analytical and Solution (JoMAS) Vol. 6 No. 2 (2026): Journal of Management Analytical and Solution (JoMAS)
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v6i2.25747

Abstract

Organizations in the digital era face increasing pressure to develop superior human resources as a source of sustainable competitive advantage; however, many organizations still implement Human Resource Management (HRM) practices in a fragmented and non-integrated manner, resulting in suboptimal organizational performance. This study aims to analyze the strategic role of integrated HRM practices in building superior human resource potential within organizations. A qualitative literature review method was employed, utilizing content analysis of 20 indexed journal articles published between 2015–2025, sourced from Google Scholar, Sinta, and Garuda databases, with inclusion criteria covering relevance, publication recency, and indexing quality. Findings reveal that integrated HRM best practices encompassing competency development, performance-based compensation, transformational leadership, and digital technology utilization consistently outperform contingency and configuration approaches in enhancing superior organizational potential. This study contributes theoretically by reinforcing the Resource-Based View (RBV) framework, demonstrating that strategically integrated HRM practices constitute an inimitable source of competitive advantage, and practically recommends organizations adopt holistic HRM systems aligned with digital-era demands to sustain long-term organizational excellence.
Co-Authors Anggi Novenda Fauziah Amanda Grace Tessalonika M. Chaerul Risky M. Chaerul Rizky Nadine Azzahra Sabam Parulian Silvia Angelica